CHAPTER-1

INTRODUCTION

OF HUMAN RESOURCE

Human resources is a term used to describe the individuals who make up the
workforce of an organization, although it is also applied in labor economics to,
for example, business sectors or even whole nation. Human resources is also the
name of the function within an organization charged with the overall
responsibility for implementing strategies and policies relating to the
management of individuals (i.e. the human resources). This function title is
often abbreviated to the initials "HR".

Human Resource deals with implementation of policies such as Recruitment,

selection, training & development, Organizational design,Business
transformation and change management, Performance, conduct and behavior
management, Industrial and employee relations,workforce analysis, workforce
personnel data management, Compensation and employee benefit management.

Training is concerned with imparing developing specific skills for a particular

purpose. Training is the act of increasing the skills of an employee for doing a
particular job. Training is the process of learning a sequence of programmed
behavior. in earlier practice, training programmes focused more on preparations
for improving performance in particular jobs. Most of the trainees used to be
from operative levels like mechanices, machines operators and other kinds of
skilled workers. When the problems of supervision increased, the step was
taken to train supervisors for better supervision.

1
Management development is all those activities and programme when
recognized and controlled have substantial influence in changing the capacity of
the individual to perform his assignment better and in going so all likely to
increase his potential for future assignments. Thus, Management development is
a combination of various training programme, though some kinds of training is
necessary, it is the overall development of the competency of managerial
personal in the light of the present requirement as well as the future
requirement. Development an activity designed to improve the performance of
existing manager and to provide for a planned growth of managers to meet
future organizational requirements is management development.

2
INTRODUCTION OF TRAINING AND DEVELOPMENT

In a business, Human Resource is one of the disciplines which drives business

for competitiveness. To achieve this training is very important. Competent
employees will not remain competent forever. Their skills can deteriorate;
technology may make their skills obsolete; the organization may move into new
areas, changing the type of jobs that exist and the skills necessary to do them.
This reality has not been overlooked by management.
Training can be introduced simply as a process of assisting a person for
enhancing his efficiency and effectiveness to a particular work area by getting
more knowledge and practices. Also training is important to establish specific
skills, abilities and knowledge to an employee. For an organization, training and
development are important as well as organizational growth, because the
organizational growth and profit are also dependent on the training. But the
training is not a core of organizational development. It is a function of the
organizational development.
If the field of Human Resources Management, training and development is the
field concern with organizational activities which are aimed to bettering
individual and group performances in organizational settings. It has been known
by many names in the field HRM, such as employee development, human
resources development, learning and development etc. training is really
developing employee’s capacities through learning and practicing.
Training and development is the framework for helping employees to develop
their personal and organizational skills, knowledge, and abilities. The focus of
all aspects of HRD is on developing the most superior workforce so that the
organization and individual employees can accomplish their work goals in
service to customers.

3
All employees want to be valuable and remain competitive in the labor market
at all times, because they make some demand for employees in the labor market.
This can only be achieved through employee training and development. Hence
employees have a chance to negotiate as well as employer has a good
opportunity to select most suitable person for his vacancy. Employees will
always want to develop career-enhancing skills, which will always lead to
employee motivation. There is no doubt that a well trained and developed staff
will be a valuable asset to the company and thereby increasing the chances of
his efficiency in discharging his or her duties. Trainings in an organization can
be mainly of two types: Internal and External training sessions.

Internal training involves when training is organized in-house by the human

resources department or training using either a senior staff or any talented staff
in the particular department as a resource person.

On the other hand external training is normally arranged outside the firm and is
mostly organized by training institutes. Whichever training, it is very important
for all staff and helps in building career positioning and preparing staff for
greater challenges in developing world. However the training is costly. Because
of that, people who work at firms do not receive external trainings most of
times. The cost is a major issue of lack of training programmes in sri lanka. But
nowadays, a new concept has come with these trainings which is “trainers
through trainees”. While training their employees in large qualities, many
countries use that method in present day to reduce their training costs. The
theory of this is, sending a little group or an individual for a training programme
under a bonding agreement or without a bond.

Employers of labor should enable employees to pursue training and

development in a direction that they choose and are interested in, not just in
company-assigned directions. Companies should support learning, in general,

4
and not just in support of knowledge needed for the employee’s current or next
anticipated job. It should be noted that the key factor is keeping the employee
interested, attending, engaged, motivated and retained.

This is currently a wide range of training and development initiatives:

 Induction training
 On the job training
 One to one meeting
 Departmental meetings
 Monthly briefing meetings
 Formal training courses (internal and external)
 Guided reading

Importance of Training and Development:

 Team spirit
 Optimum utilization of human resources
 Development of HR
 Quality
 Development of skills of employees
 Organizational culture
 Organizational climate.

5
OBJECTIVIES OF TRAINING AND DEVELOPMENT

1. The primary objective of my project is to lay down the foundation of training

and development.
2. This project helps to satisfaction level of employees.
3. To understand the current process & system of employees training &
development at venn.
4. To help employees work as team members since no individual can accomplish
the goals of the organization single handedly.

THE BENEFITS OF EMPLOYEE TRAINING:

 Improves the morale of the workforce.

 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Fosters authenticity, openness and trust.
 Improves relationship between boss and subordinate.
 Aids in organizational development.
 Learns from the trainee.
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organizational policies.
 Provides information for future needs in all areas of the organization.
 Organization gets more effective decision making and problem solving
skills.
 Aids in development for promotion from within.
 Aids in increasing productivity and quality of work.
 Helps keep costs down in many areas, e.g. production, personnal,

6
 administration, etc.
 Develops a sense of responsibility to the organization for being
competent.
 Improves labor management relations.
 Creates an appropriate climate for growth, communication.

CONSEQUENCES OF ABSENCE OF TRAINING:

 Loss of business.
 Constraints on business development.
 Poorer-quality applicants.
 Increased overtime working.
 Higher recruitment costs, including advertising, time and incentives.
 Higher rates of pay, overtime premiums and supplements.
 Higher training cost.
 Greater pressure and stress on management and staff to provide cover.
 Pressure on job evaluation schemes, grading structures, payment system
and career structure.
 Additional retention costs in the form of flexible working time, job
sharing, part time working, shift working etc.
 Need for job redesign and revision of job specifications.
 Undermining career paths and structures.

7
EMPLOYEE DEVELOPMENT

Employee development occur when organization of any size train their

employee for the betterment of the company. That training can be conducted
inside the business or externally and can be presented in a variety of formats.

 Seminar workshops and conference.

 Adult learning / continuing education classes.
 Professional association membership and meeting.
 On-site guest speakers or trainers.
 Internet workshops seminars courses.

BENEFITS OF EMPLOYEE DEVELOPMENT

Although a company may engage in employee development tactics solely out of

self interest the potential gain of leadership development go far beyond the
corporate bottom line.

 Orientation training helps new staff gets settled in faster.

 Skills upgrading helps existing employee perform their job better and
advance within the company.
 As staff retire or leave trained people are poised to step in same less
handover. Personal development increases loyalty and retention.

8
Training methods:
Most training takes place on the job. This can be attributed to the simplicity of
such methods and their usually lower cost. However, on-the-job training can
disrupt the workplace and result in an increase in errors as learning proceeds.
Also, some skill training is too complex to learn on the job. In such cases, it
should take place outside the work setting.

On-the-Job Training:
Popular on-the-job training methods include job rotation and understudy
assignments. Job rotation involves lateral transfers that enable employees to
work at different jobs. Both job rotation and understudy assignments apply to
the learning of technical skills. Interpersonal and problem-solving skills are
acquired more effectively by training that takes place off the job.

Off-the-Job Training:
There are a number of off-the-Job training methods that managers may want to
make available to employees. The more popular are classroom lectures, films,
and simulation exercises. Classroom lectures are well suited for conveying
specific information. They can be used effectively for developing technical and
problem-solving skills. Films can also be used to explicitly demonstrate
technical skills.
Interpersonal and problem-solving skills may be best learned through
simulation exercises. However, complex computer models, such as those used
by airlines in the training of pilots, are another kind of simulation exercise.
Training and development can sustain or increase its employees’ current
productivity, while, at the same time, prepare employees for a changing world.

9
10
METHODS OF TRAINING
There are various methods of training, which can be divided in to cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method, also its impact on
trainees keeping their background and skills in mind before giving training. The various
methods that come under cognitive approach are:

LECTURE- A method training

It is one of the oldest methods of training. This method is used to create understanding of a
topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral
form. Lecture is telling someone about something.

Demonstration training method

This method is a visual display of how something works or how to do something. As an
example, trainer shows the trainees how to perform or how to do the tasks of the job. In order
to be more effective, demonstration method should be accompanied by the discussion or
lecture method.

Discussion training method

This method uses a lecture to provide the learners with context that is supported, elaborated,
explain, or expanded on through interactions both among the trainees and between the trainer
and the trainees.

The discussion method consists a two-way flow of communication i.e. knowledge in the form
of lecture is communicated to trainees, and then understanding is conveyed back by trainees
to trainer.

11
Computer based training

With the world-wide expansion of companies and changing technologies, the demands for
knowledge and skilled employees have increased more than ever, which in turns, is putting
pressure on HR department to provide training at lower costs. Many organizations are now
implementing CBT as an alternative to classroom based training to accomplish those goals.

Behavioral methods are more of giving practical training to the trainees. The various methods
under behavioral approach allow the trainee to behave in real fashion. These methods are best
used for skill development.

The various methods that come under behavioral approach are:

 GAMES AND STIMULATION

 BEHAVIOR-MODELING
 BUSINESS GAMES
 CASE STUDIES
 EQUIPMENT STIMULATORS
 IN-BASKET TECHNIQUE
 ROLE PLAY

ON THE JOB TRAINING-

There are many management development techniques that an employees can take in off the
job. The few popular methods are:

 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURE/ LECTURES
 SIMULATION EXERCISE

TRAINING AND DEVELOPMENT METHOD ADOPTED BY VENNINGTON

COURT INDUSTRIES LTD.

The training methods which are generally used in an organization are classified into two i.e

1-ON THE JOB: On the job training places the employees in an actual work situation and
makes them appear to be immediately productive. It is learning by doing. For jobs, that either
are difficult to simulate or can be learn quickly by watching and doing on-the job training
makes sense.

2- OFF THE JOB: Off-the-job training covers a number of techniques classroom lectures,
films, demonstration, case studies and other simulation exercises, and programmed
instruction.

12
INPUTS IN TRAINING AND DEVELOPMENTS IN VENNINGTON COURT
INDUSTRIES LTD.

Any training and development program must contain inputs which enable the participants to
gain skills, learn theoretical concepts and help acquire vision to look into distant future. In
addition to these, there is a need to impart ethical orientation, emphasize on attitudinal
changes and stress upon decision-making and problem-solving abilities.
Skills
Training, as was stated earlier, is imparting skills to employees. A worker needs skills to
operate machines, and use other equipments with least damage or scrap. This is a basic skill
without which the operator will not be able to function. There is also the need for
motor skills. Motor skills refer to performance of specific physical activities. These skills
involve training to move various parts of one’s body in response to certain external and
internal stimuli. Common motor skills include walking, riding a bicycle, tying a shoelace,
throwing a ball and driving a car. Motor skills are needed for all employees – from the clerk
to the general manager. Employees, particularly supervisors and executives, need
interpersonal skills popular known as the people skills. Interpersonal skills are needed to
understand one self and others better, and act accordingly. Examples of interpersonal skills
include listening, persuading, and showing an understanding of others’ feelings.
Education
The main purpose of vennington court industries is to provide education to teach theoretical
concepts and develop a sense of reasoning and judgment. That any training and development
program must contain an element of education is well understood by HR specialist. Any such
program has university professors as resource persons to enlighten participants about
theoretical knowledge of the topic proposed to be discussed. In fact organizations depute or
encourage employees to do courses on a part time basis. Chief Executive Officers (CEO’s)
are known to attend refresher courses conducted by business schools. Education is important
for managers and executives than for lower-cad reorders.

Development
Another component of a training and development is development which is less skill oriented
but stressed on knowledge. Knowledge about business environment, management principles
and techniques, human relations, specific industry analysis and the like is useful for better
management of the company.

Ethics
There is need for imparting greater ethical orientation to a training and development program.
There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices
abound in marketing, finance and production function in an organization. They are less see and
talked about in the personnel function. If the production, finance and marketing personnel
indulge in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten
all the employees in the organization about the need of ethical behavior.

How Training Benefits vennington court industries ltd:

13
  Leads to improved profitability and/or more positive attitudes towards profit
orientation.

 Improves the job knowledge and skills at all levels of the organization

 Improves the morale of the workforce.

 Helps people identify with organizational goals.

 Helps create a better corporate image.

 Fosters authenticity, openness and trust.

 Improves relationship between boss and subordinate.

 Aids in organizational development.

 Learns from the trainee.

 Helps prepare guidelines for work.

 Aids in understanding and carrying out organizational policies.

 Provides information for future needs in all areas of the organization.

 Organization gets more effective decision-making and problem-solving skill.

l
 Aids in increasing productivity and/or quality of work.

 Helps keep costs down in many areas, e.g. production, personnel, administration, etc.

 Develops a sense of responsibility to the organization for being competent and

knowledgeable.

 Improves Labour-management relations.

 Reduces outside consulting costs by utilizing competent internal consultation.

14
 Stimulates preventive management as opposed to putting out fires.

 Eliminates suboptimal behavior (such as hiding tools).

 Creates an appropriate climate for growth, communication.

 Aids in improving organizational communication.

15
TRAINING AND DEVELOPMENT AS SOURCE OF COMPETITIVE
ADVANTAGE:

VENNINGTON COURT derive competitive advantage from training and development.

Training and development program, as was pointed out earlier, help remove performance
deficiencies in employee. This is particularly true when –
(1) The deficiency is caused by a lack of ability rather than a lack of motivation to perform,
(2) The individual(s) involved have the aptitude and motivation need to learn to do the job
better, and
(3) Supervisors and peers are supportive of the desired behaviors.
Training & Development offers competitive advantage to VENNINGTON COURT by
removing performance
deficiencies; making employees stay long; minimized accidents, scraps and damage; and
meeting future employee needs.
There is greater stability, flexibility, and capacity for growth in an organization. Training
contributes to employee stability in at least two ways. Employees become efficient after
undergoing training. Efficient employees contribute to the growth of the organization.
Growth renders stability to the workforce. Further, trained employees tend to stay with the
organization. They seldom leave the company. Training makes the employees versatile in
operations. All rounder’s can be transferred to any job. Flexibility is therefore ensured.
Growth indicates prosperity, which is reflected in increased profits from year to year. Who
else but well-trained employees can contribute to the prosperity of an enterprise?
Accidents, scrap and damage to machinery and equipment can be avoided or minimized
through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced
if employees are trained well.
Future needs of employees will be met through training and development program.
Organizations take fresh diploma holders or graduates as apprentices or management trainees.
They are absorbed after course completion. Training serves as an effective source of
recruitment. Training is an investment in HR with a promise of better returns in future.
In VENNINGTON COURT training and development pays dividends to the employee.
Though no single training program yields all the benefits, the organization which devotes
itself to training and development enhances its HR capabilities and strengthens its
competitive edge. At the same time, the employee's personal and career goals are furthered,
generally adding to his or her abilities and value to the employer.

16
 CHAPTER-2

COMPANY’S PROFILE

A hotel is an establishment that provides lodging paid on a short-term basis.

Facilities provided may range from a basic bed and storage for clothing, to
luxury features like en-suite bathrooms. Larger hotels may provide additional
guest facilities such as a swimming pool, business centre, childcare, conference
facilities and social function services.

Hotel rooms are usually numbered (or named in some smaller hotels
and B&BS) to allow guests to identify their room. Some hotels offer meals as
part of a room and board arrangement.

Boutique hotels are smaller independent non-branded hotels that often contain
upscale facilities. Small to medium-sized hotel establishments offer a limited
amount of on-site amenities.

Economy hotels are small to medium-sized hotel establishments that offer basic
accommodations with little to no services.

Extended stay hotels are small to medium-sized hotels that offer longer term
full service accommodation compared to a traditional hotel.

17
 Most hotel establishments consist of a General Manager who serves as the
head executive (often referred to as the “Hotel Manager”), department heads
who oversee various departments within a hotel, middle
managers, administrative staff, and line-level supervisors.

The organizational chart and volume of job positions and hierarchy varies by
hotel size, function, and is often determined by hotel ownership and managing
companies.

Located near Magneto Mall, Woof Castle is not only comfortable but
beautifully designed to make your stay pleasant. The rooms are charming and
tastefully designed with framed pictures hung on the walls, ceiling designs, and
beautiful upholstery on the headboards of the beds. wooden decor and warm
lights give the final touch to the rooms that make it worth every penny.

This is one of the few service hotels in the city. From an in-house restaurant,
conference room and banquet hall to a dining area, free Wi-Fi connectivity, and
parking facility, the hotel have everything to not allow you any inconvenience
at all. Guests can also avail laundry services and make payments via cards. The
hotel is surrounded by popular eateries, like Subway and KFC which guests can
explore.

18
VENNINGTON COURT

Address: Jail Rd, Sai Vihar Colony, Raipur, Chhattisgarh 492001

Phone: 095222 20866

Having been established in the year 2013, this hospitality destination has grown
to become the ideal place for travelers and those on business to feel at home
when in the city. Many have also reviewed the hotel to be among the sought
after Hotels in Raipur-chhattisgarh. The hotel functions from 00:00- - 23:59- all
through the week. Catering to the convenience of its guests, the hotel makes
available various payment methods to ease out the payment process like, Cash,
Master Card, Visa Card, Debit Cards, American Express Card, Credit Card, .

With the aim of pampering its guests to a thrilling experience, the hotel features
a plethora of services which include Number Of Rooms 17, Doctor On Call ,
Tea/coffee Maker , Internet Access , Air Conditioned Rooms , In room
Safe(locker) , Banquet Facilities , Wired Internet Facility , Conference Room(s)
, Check Out Time 12:00, Valet Parking , Railway Station Transfer , Restaurants
multicuisine, Airport Transfer . The hotel is also classified as a destination to
resort to when in need of Hotels, Hotels (Rs 2001 To Rs 3000), Hotels (Rs 3001
To Rs 4000). When looking to satiate one's cravings, the in-house restaurant is
where one can choose to either dine-in or order food online at the single click of
a button. Over the years patrons have been constantly rating the hotel based on
their experiences which now brings the property to a 3.6 rating value. It has a
total of 20+ ratings. When in the city, be sure to enjoy a stay here as it is known
to be one of the leading Hotels In Jail Road.

One can follow the address which is – Jail Road Raipur C.G to visit the hotel.
An easier way to get in touch with them is through their official telephonic
contact.

19
VENNINGTON COURT in Raipur is one of the most reputed accommodations
in Raipur. The hotel is well likes by the business and leisure travelers alike,
since it has on offer each and every facility and amenity necessary to make the
stay of the guest pleasurable.

The hotel has the most scrupulous staff that is ready to serve its guests on each
and every minute requirement. The hotel is one of the most preferred ones
amongst the five star Hotels in Raipur.

Vennington court s the gateway to the lush green & the dense forest state of
Chhattisgarh - opening a vista of Nature’s paradise with its flora & fauna and
wildlife adventures.

Location a few miles from the airport and within the heart of Raipur new capital
district, Vennington court offers a luxurious oasis of exclusive and elegant
accommodations within the bustling &growing city.

A warm welcome from our friendly and caring staff waits as you are swiftly
transported to the sumptuous surroundings of your pristine rooms & suits –

In simple terms, it refers to the imparting of specific skills, abilities &

knowledge to an employee. A formal definition of training & development is..
it is any attempt to improve current or future employee performance by
increasing an employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills and the need of
training & development is determine by the employee’s performance
deficiency, computed as follows:

Training & Development need = Standard performance – Actual performance.

We can make a distinction among training, education & development. Such

distinction enables us to acquire a better perspective about the meaning of the
terms. Training, as was started earlier, refers to the process of imparting

20
specific skills. Education, on the other hand, id confined to theoretical learning
in classrooms.

Through training & education differ in nature & orientation, they are
complementary. An employee, for example, who undergoes training, is
presumed to have had some formal education. Furthermore, no training
programme is complete without an element of education. In fact, the
distinction between training & education is getting increasingly blurred
nowadays. As more and more employees are called upon to exercise judgments
&to choose alternative solutions to the job problems, training programees seek
to broaden and develop the individual through education. For instance,
employees in well-paid jobs and/or employees in the service industry may be
required to make independent decision regarding their work & their
relationship with clients. Hence, organization must consider elements of both
education & training while planning their training programmes.

Development refers to those leaning opportunities designed to help employees

grow. Development is not primarily skill- oriented. Instead, it provides general
knowledge and attitudes which will be helpful to employees in higher
positions. Efforts towards development often depend on personal drive and
ambition. Development activities, such as those supplied by management
Developmental programmes, are generally voluntary. To bring the distinction
among training, education & development into sharp focus, it may be started
that “ Training is offered to operatives”, whereas “Developmental programmes
are meant for employees in higher positions”. Education however is common
to all the employees, there grades not with standing.

Training & Development encompasses three main activities: Training,

education & Development. However, to practitioners, they encompass three
separate, although interrelated, activities:

21
Training: This activity is both focused upon, & evaluated against, the job that
an individual currently holds.

Education: This activity focuses upon the jobs that an individual may
potentially hold in the future, & is evaluated against those jobs.

Development: This activity focuses upon activities that the organization

employing the individual, or that the individual is part of, may partake in the
future, & is almost impossible to evaluate.

Employee Training & Development is a key ingredient in performance

improvement. However, the 1st step in designing an employee Training &
Development program is to identify the training needs. The training needs are
based on what is needed to achieve the organization’s strategic objectives.

Training & Development As Source Of Competitive Advantage:

Companies derive competitive advantage from training and development.

Training and development programmes, as was pointed out earlier, help remove
performance deficiencies in employee. This is particularly true when- (1) the
deficiency is caused by a lack of ability rather than lack of motivation to
perform, (2) the individual involved have the aptitude & motivation need to
learn to do the job better, & (3) supervisors & peers are supportive of the
desired behaviors.

Training and development offers competitive advantage to a firm by removing

performance deficiencies; making employees stay long; minimized accidents,
scraps & damage; & meeting future employee needs. There is greater stability,
flexibility, & capacity for growth in an organization. Training contributes to
employee stability in at least two ways. Employees become efficient after
undergoing training. Efficient employees contribute to the growth of the
organization. Growth renders stability to the workforce. Further, trained

22
employees tend to stay with the organization. They seldom leave the company.
Training makes the employees versatile in operations. All rounder’s can be
transferred to any job. Flexibility is therefore ensured. Growth indicates
prosperity, which is reflected in increased profits from year to year. Who else
but well- trained employees can contribute to the prosperity of an enterprise?

Accidents, scrap & damage to machinery and equipment can be avoided or

minimized through training. Even dissatisfaction, complaints, absenteeism, and
turnover can be reduced if employees are trained well. Future needs of
employees will be met through training and development programmes.
Organizations take fresh diploma holders or graduates as apprentices or
management trainees. They are absorbed after course completion. Training
serves as an effective source of recruitment. Training is an investment in HR
with a promise of better returns in future. A company’s training and
development pays dividends to the employee and the organization. Though no
single training programme yields all the benefits, the organization which
devotes itself to training and development enhances its HR capabilities and
strengthens its competitive edge. At the same time, the employee’s personal and
career goals are furthered, generally to his or her abilities and value to the
employer. Ultimately, the objectives of the HR department are also furthered.

23
Management development is based on following on assumptions:

1. Management development is a continuous process. It is not one shot

programme but continues through out the career of a manager.

2. Management development is any kind of learning, is based on the

assumption that, always existing a gape between an individual’
performance & his potential for the performance.

3. Management development seldom takes place in completely peaceful and

relaxed atmosphere.

4. Management development requires clear setting of goals.

5. Management development required conducive environment.

SOME TOPICS TREATED IN EMPLOYEE TRAININGS:

Communications:

This increasing diversity of today’s workforce brings a wide variety of

languages & customs, thus staff should be able to be very good in both written
and verbal communication.

Computer skills:

Computer skills are becoming a necessity for conducting administrative &

office tasks. In this era of technological advancement, computer skills are very
necessary for almost of departments in an organization.

Customer service:

Increased competition in today’s global marketplace makes it critical that

employees understand and meet the needs of customers. The firm that stands

24
out from the crowd is that firm that puts its customers 1 st before every other
goal. Then the need to always train staff on customer service.

Diversity:

This is includes explanation about people & their different perspectives &
views, & how this can be handled.

Ethics:

There are divergent ethics in different firms. Some firms attach more
importance to certain issues like moral, work period, lateness etc than other
issues. Today’s society has increasing expectations about corporate social
responsibility. Also, today’s diverse workforce brings a wide variety of values
and morals to the workforce. This calls for the need for staff to be reminded of
these always through training & development.

Human relations:

The increased stresses of today’s workplace can include misunderstandings &

conflict. Training can help people to get along in the workplace with good
understanding of each other & the office inter personal relationship to reduce
official conflict.

Quality management:

Initiatives such as Total Quality Management, Quality Circles, benchmarking,

etc., require basic training about quality concepts, guidelines & standards for
quality, etc.

Safety:

Safety training is critical where working with heavy equipment, hazardous

25
chemicals, repetitive activities etc. staff should be made to understand that
despite the fact that they have a safety department; the safety of each staff is in
his/her own hands.

26
 CHAPTER-3
RESEARCH METHODOLOGY
Meaning of Research:-

Research in simple terms refers to a search of knowledge. It is also known as

systematic and scientific search for information on particular topic or issue. It is
also known as the art of scientific investigation.

Research methodology is the way of systematically solving the research

problem. It is a science of studying how research is conducted scientifically. It
is not only important for the researcher to know the research
techniques/methods, but also the scientific approach called methodology.
Continuous or interval data are data that have an intrinsic numeric value, e.g.:
performance rating, person’s salary. Categorical or nominal data come from
measures that have no inherent numeric value that are simply categories such as
gender, department, method used etc

Definition:-

According to Clifford Woddy

Research comprises defining and redefining problems, formulating hypothesis

or suggested solutions; collecting, organizing and evaluating data; making
deductions and reaching conclusions; and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis.

Objectives of research:-

The objective of research is to discover answers to questions by applying

scientific Procedures. In the other words, the main aim of research is to find out
truth which is hidden and has not yet been discovered. Although every research

27
study has its own specific objectives, research objectives may be broadly
grouped as follows:-

 Provide first class facility to our customers.

 Maintain the highest standards of security.
 Knowledge of customers Perception.
 Best quality and services in dealing the solution.
 To increase the sales in market.
Research Design:-

Research design is nothing but it is the blue print of what actual research has to
be made so that different kinds of project or different kinds work can be
properly taken place. Research design has greater impact in collection and
evaluation of data as it tells us whether the information collected is as per
requirement or not.

Types of research design:-

 Exploratory research formulate is the other term used for exploratory

research the important objective of such studies is for problem
formulation with more precision for research and developing research
hypothesis to get the result for operation.

 Descriptive and diagnostic study studies describing the individuality of

particular individual or group are called descriptive research whereas the
research studies defining the occurrence of any happening with others are
called diagnostic research.

28
  Hypothesis testing and research design: hypothesis testing research
studies are the studies where hypothesis is tested to define the causal
relationship between variables in operation.

Sources of data collection:-

 Primary Data:
The data which is collected by researcher himself directly from the
original source is called primary source of data collection

 Secondary Data:
The data which have been collected for some other purposes or by
someone else for some specific purpose for the interest of his research
study is secondary source of data collection.

Target population:-
Customers between age group (24-60) are targeted which includes men
and women both.

Sample Size:-
Sample size of 50 people is taken & interview for the studies done. And
from these they are randomly selected.

29
 Sampling:-

Sampling technique: No probability sampling

Sample unit: Employees, Managers.

Sample size: 48 respondents (age between 18-50 yrs)

Method: Direct survey through questionnaire

Data analysis: Pie chart

Area of survey: Raipur [C.G.]

30
 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

Q1. Do training and Development activities help the organization to maintain

employee Relation Rate?

- yes
- No

Particular No. of Respondents Percentage

Yes 50 50%

No 50 50%

Yes
No

31
Q.2 Does the training method focus on developing team work and leadership
skills ?

- Yes
- No

Particular No. of Respondents Percentage

Yes 50 70%

No 50 50%

Yes
No

32
Q3. Do you think training is needed?

particular No. of Respondents Percentage

Yes 50 100%

No 0 0%

Not sure 0 0%

total 50 100%

100%

yes

INTERPRETATION:

This reflects that 100% employees agree that training is needed in the
organization

33
Q4. Are you satisfied with training provided in the organization?

Particular No. of Respondents Percentage

Yes 45 90%

No 4 8%

Not sure 1 2%

Total 50 100%

Satisfaction of employees with the training

provided
2%
8%

yes
no
not sure
90%

INTERPRETATION:

34
This shows that 90% of employees are satisfied by the training provided in the
organization.

Q.5 Does the training course includes the special challengers Faced by
managers and officers?

- on the job
- off the job
- off both

Particular No. of Respondents Percentage

on the job 40 30%

off the job

30 30%
off both
30 30%

on the job
off the job
off both

35
Q6. Are you satisfied with your current job and current position?

Particular No. of Respondents Percentage

Yes 37 74%

No 13 26%

Not sure 0 0%

Total 50 100%

26%

yes

no

74%

INTERPRETATION:

This reflects 74% of employees are satisfied with their current job and position
and 26% are not.

36
Q.7 Training program helped to increase the productivity of both quality and
quantity?

- strongly agree
- dis agree
- strongly disagree

Particular No. of Respondents Percentage

strongly agree 30 30%

disagree
20 20%

strongly disagree 50 50%

strongly agree
disagree
strongly disafree

37
Q8. Are employees availing themselves of training opportunities?

Particular No. of Respondents Percentage

Yes 40 80%

No 8 16%

Not sure 2 4%

Total 50 100%

4%

16%

yes
no
not sure

80%

INTERPRETATION:

This shows that 80% of employees are availing themselves, 16% don’t want and
4% are not sure.

38
Q9. Does training helps to increase the motivation level of employees?

- Yes

- No

Particular No. of Respondents Percentage

Yes 70 70%

No 30 30%

Yes
No

39
10. How after the training program are Conducted in your organization?

- Every month

- Every Quarter

- Half yearly

- Once in year

Particular No. of Respondents Percentage

Every month 20 20%

Every Quarter 30 30%

Half yearly 30 30%

Once in year 20 20%

12%

58% yes
30%
no
not sure

40
11.Are training and development needs reflected in the organization
budgets?

Particular No. of Respondents Percentage

Yes 29 58%

No 15 30%

Not sure 6 12%

Total 50 100%

Total

12%

yes
30% 58%
no

INTERPRETATION:

This question needs to show, are training and development needs reflected in
the organization beget. 58% say yes and 30% say no whereas 12% are not
sure.

41
Q12. Are job skills, knowledge and ability considered in assessing training
need?

Particular No. of Respondents Percentage

Yes 20 40%

No 16 32%

Not sure 14 28%

Total 50 100%

Total

40%
28%

yes

no

32%

INTERPRETATION:

This question asks are job skills, knowledge and ability considered in assessing
training needs. 40% say yes, it is considered and 32% say no, it is not
considered whereas 28% are not sure.

42
Q13. Is cost considered in the selection of training resources?

Particular No. of Respondents Percentage

Yes 19 38%

No 20 40%

Not sure 11 22%

Total 50 100%

Total

22%
38%
yes
no
not sure

40%

INTERPRETATION:

This question wants to know that is cost considered in the section of training
resources. I founded that 38% says yes it is considered and 40% says no but
22% are not sure

43
Q14. Does the organization provide adequate capacity to meet chosen
training and development need?

Particular No. of Respondents Percentage

Yes 18 36%

No 10 20%

Not sure 22 44%

Total 50 100%

Total

36%

44% yes

no

20%

INTERPRETATION:

This reflects that 36% of employees says that an organization provides adequate
capacity to meet chosen training and development programmes whereas 44%
are not sure.

44
Q15. Is there a method to track training cost in terms of lost work time?

Particular No. of Respondents Percentage

Yes 23 46%

No 12 24%

Not sure 15 30%

Total 50 100%

Total

30% 46%
yes
no
not sure
24%

INTERPRETATION:

This reflects that is there a method to track training cost in terms of lost work
time. I founded that 46% says yes there is a method, 24% says no and 30% are
not sure.

45
Q. 7 What do you understand by training?

- learning

- Enhancement

- sharing information

- all the above.

Particular No. of Respondents Percentage

learning 40 40%

Enhancement 20 20%

sharing information 15 15%

all the above. 25 25%

18%
68%
learni
14% ng

46
INTERPRETATION:

This reflect are result of training programmes monitored and evaluated.

I founded that 68% of the employees says it is, 14% says no, 18% are not sure.

47
 FINDING’S:-

According to my survey the noteworthy points are:

1. The employees are totally in favor that training is needed in the company.

2. Most of the employees are not aware that they can improve their work by
training.

3. Most of the employees are satisfied with the training provided in the
company and current job and position.

4. Not all people are in favor that the training and development needs reflected
in the organizations budget.

5. Most of the employees say that job skills, knowledge and ability do not
considered in assessing training needs.

48
 LIMITATIONS:-

Some of the problems faced while conducting the survey are as follows:-

 A Samples size of 50 has been use due to time limitations.

 Time and cost constraints were also there.
 The office was very far.
 Due to lack of time there wore difficulties in collection of adequate
information.
 Low satisfaction levels of employees.
 Different training methods can also be one of the limitation.

49
 CONCLUSION :-

It is essential for an organization to develop a dynamic training and

development policy to achieve higher productivity leading to customer
satisfaction.

In conclusion, if employees are to remain productive, career development and

training.
Programs need to be available that can support an employee’s task and
emotional needs at each stage.

Every organization depending on the nature, size, resource availability and

objectives adopts a specific; need based training & development program to be
imparted depending on the level, content and the expected outcome from it.
Such as

1) Generating interaction and developing inter personal behaviour.

2) Better decision making and leadership skills.

3) Better work performance and support building.

4) Better understanding of organization and value inculcation.

50
 SUGGESTIONS :-

1. It is suggested to have separate training and development department for

conducting round the year training of the employees.

2. Training must be goal oriented.

3. It should be based on overall development of employees.

4. Training should be based on organisation.

5. There should be a healthy relationship between the employees.

6. There should be co-ordination between employees and organization.

51
 BIBLIOGRAPHY :-

Although it is said that only theoretical knowledge is not enough for studying
any topic, practical knowledge is must, hereby in this practical study undergone
without the theoretical knowledge the understanding in incomplete. Hence to
make this report easily understandable and easy I have taken reference of
certain books regarding marketing, research methodology, mall management
which is mentioned below.

1. Kotler Philip - “Principles of Marketing”, edition 13th, year 2010.

2. Kothari C.R. - “Research Methodology”, edition 2nd, year 2004.

3. Prasad L.M. – S. Chand

4. Dessler Gary – “Prentic hall”, edition 9th

52
 WEBLIOGRAPHY:-

 www.google.com

 www.scribd.com

 www.wikipededia.com

 www.hyundai.com

 www.HR.com

 www.allprojectsreport.com

53
 QUESTIONNAIRE

Dear Sir / Mam

I ………………… student of BBA 6th semester of Disha College and my research

topic is

“ A Study Of Training & Development In ……………………… Raipur City”.

It is assured from us that any information given by you will not be disclosed by any
means. With this assurance I accept accurate data from you to help me for my
project.

Details of respondent

Name :- ___________________________

Age :- _____________________________

Gender :- __________________________

Designation :- ______________________

Contact No. :- ______________________

Q1. Do you think training is needed?

Yes No Not sure

Q2. Are you satisfied with training provided in the organization?

Yes No Not sure

Q3. Are you satisfied with your current job and your current position?

Yes No Not sure

54
Q4. Are employees availing themselves of training opportunities?

Yes No Not sure

Q5. Are training and development needs reflected in the organizations budget?

Yes No Not sure

Q6. Are job skill, knowledge and ability considered in assessing training need?

Yes No Not sure

Q7. Is cost considered in the selection of training resources?

Yes No Not sure

Q8. Does the organization provide adequate capacity to meet chosen training and
development need?

Yes No Not sure

Q9. Is there a method to track training cost in terms of lost work time?

Yes No Not sure

Q10. Are employees development plans addressed in performance appraisals or

other formal settings?

Yes No Not sure

Q11. Are result of training programs monitored and evaluated?

Yes No Not sure

Q.12 Does training and Development activities helps the organization to

maintain employee Relation Rate ?

- yes
- No
55
Q.13 Does the training method focus on developing team work and leadership
skills ?

- Yes
- No

Q.14 Does the training course includes the special challengers

faced by managers and officers?

- on the job

- off the job

- off both

Q.15 Training program helped to increase the productivity of both quality and
quantity?

- strongly agree
- dis agree
- strongly disagree

Q. 16 Does training helps to increase the motivation level of employees?

- Yes

- No

Q. 17 How after the training program are Conducted in your organization?

- Every month

- Every Quarter

56
- Half yearly

- Once in year

Q. 18 What do you understand by training?

- learning

- Enhancement

- sharing information

- all the above.

Q. 19 From the following training methods under which training method you
have trained.

- Yes

- No

Q. 20 Do you feel training is compulsory for the employed?

- Yes

- No

- Can’t say

Q.21 What should be the ideal time to evaluate training?

- Immediate after training

- After 15 Days

- After 1 month

- can’t say

57